INTERESTS
Try to understand what the parties really want

by Andrew Clarkson and Douglas Stone

Working Assumption: Focusing on interests rather than positions increases our chances of achieving a good outcome.

1. We tend to focus on positions, not interests. If we assume that a negotiation problem consists of a conflict of positions, then it makes sense to talk about positions. This is a common tendency. But the basic problem in negotiation lies not in conflicting positions, but in the conflict between each side's needs, desires, concerns, and fears. Such desires and concerns are interests.

2. We assume that all of our interests are opposed. When we focus on positions, we can assume that because the other side's positions are opposed to ours, their interests must also be opposed. If we have an interest in defending ourselves, then they must have an interest in attacking us. In many negotiations, however, a close examination of the underlying interests will reveal the existence of many more interests that are shared or compatible than ones that are opposed.

3. Focusing on interests facilitates creative problem-solving. For every interest there usually exist several possible positions that could satisfy it. When we look behind positions for the motivating interests, we can often find an alternative position that will satisfy our interests as well as theirs. For example, a nation may assert the position that a border must be drawn at a certain place; interests which lie behind this position may include national security, access to mineral resources or questions of sovereignty. If the parties look behind their positions and focus on their interests, an agreement may be reached which reconciles seemingly contradictory positions. One nation could retain sovereignty over the land, while the other could retain the rights to the mineral resources. It is far easier to accomodate interests into a mutually acceptable package than it is to accomodate positions.

4. Consider the following guidelines:

a) When preparing, focus on interests. First, clarify our own interests. Second, and perhaps most important, try to understand the interests of the other side. This will increase our understanding of the problem and will help us invent solutions which meet not only our interests, but the interests of the other side as well. One way to uncover their interests is to examine from their point of view what it is you want them to agree to (their "Currently Perceived Choice"), and then determine what interests of theirs are preventing them from being able to agree to it.

b) Focus the negotiation discussion on interests, not positions. It is difficult to fashion a creative solution to a problem which satisfies the interests of different parties if the interests of each are not explicitly discussed.

c) Think of positions as clues. If they continue to talk about positions despite your efforts to the contrary, ask them for help in understanding what is leading them to this position. Ask them "Why?"

d) Use leadership. Be prepared to take the lead by talking about some of our own interests. If we are not willing to tell them something about our own needs, desires, concerns, and fears, then why should we expect them to be willing to do the same?